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| Criterion |  Operations Gemba Walk |  Operations After-Action Review |  Innovation Lean Startup |  Operations Process Mapping |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 20-45 min | Wochen bis Monate je Lernzyklus | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Process Map, Handoff List, Improvement Backlog |
Tagsno overlap | LeanObservationProcessOperations | LearningOperationsImprovement | LeanStartupValidationMVP | ProcessOperationsImprovement |